International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016

ISSN 2250-3153

42

Strategy to Enhance Companys Excellent Performance

Case Study: PT Sakalaguna Semesta
Erichson Silitonga*, Aida Vitayala S Hubeis**, Anggraini Sukmawati***
*

Post Graduate, School of Business, Bogor Agricultural University, Jl. Raya Pajajaran, Bogor 16151
Department of Communication Science and Community Development, Bogor Agricultural University
***
Department of Management, Faculty of Economics and Management, Bogor Agricultural University

**

Abstract- The purpose of this study is to determine the

appropriate strategy should the firm to improve excellent
performance of Sakalaguna Semesta as one of the distributors of
Indosat. The analytical method used is quantitative method with
AHP (Analytical Hierarchy Process).There are five
recommended strategy alternatives that are created to enhance
Sakalagunas excellent performance which are investment in
human capital, acquisition process, training and development
process, employees KPI with monitoring system and leadership
quality in the branches.
Index Terms- excellent performance, analitycal hierarchy
process, investment in human capital.

I. INTRODUCTION

apid developments in terms of economy and technology that

are happening today turn products of communication, such
as phone credit (either the electronic one or the physical one),
sim card and mobile phones (handset), into peoples basic needs.
Based on the situation that is explained above, the need for
either electronic or physical phone credit makes the phone credit
business rise. In order to ensure that the phone credit network can
be enjoyed by people, the operators entrust the distribution to
phone credit distributors or, as we may know them, cellular
telecommunication distributors. The function and the role of the
cellular telecommunication distributors is to ensure that the

distribution of phone credit and the penetration of other products

can be delivered and enjoyed by people.
According to Kotler (1991), distribution channel is a group
of companies or individuals that have the ownership of products
or help transfer the ownership of products or services when it is
going to be transferred from the producer to the consumer.
Sakalaguna Semesta is one of the cellular telecommunication
distributors that distribute Indosats products in Indonesia. In the
competition among distributors (cluster administrator partners) of
Indosat, Sakalaguna Semestas performance revenue and reload
in 2015 until the year to date of May 2016 is in the top five in a
list of around thirty distributors (cluster administrator partners) of
Indosat in Indonesia right now. Here is an illustration of the
revenue sales performance of PT Sakalaguna in the last three
years: in 2013 it successfully reaches Rp 855,8 billion, in 2014 it
reaches 856,1 billion, in 2015 the revenue performance reaches
Rp 949,12 billion.For the performance in 2017, PT Sakalaguna
Semesta aims to reach a spot in the top three of the performance
reload of distributors (cluster administrator partners) of Indosat
in Indonesia, in order to reach the performance reload, high
performance revenue sales as well as tight and strong quality of
the product distribution are needed so that IndosatSakalagunas
performance reload can keep growing consistently with the
minimum growth of 25% every year. In Table 1, the performance
reload of the distributor of Indosat is explained, where, until the
year to date of May 2016, distributor Sakalaguna Semesta is in
the top five national distributors of Indosat list.

Table 1 List of the top ten of the reload of Indosat distributors ytd May 2016
No

Name of the Indosat Distributor

PT. N T P
PT. P N

2
3

PT. M M S

PT. T T S

PT. Sakalaguna Semesta

PT. M P S

PT. P M S

PT. D K P P

PT. E N

10

PT. G
Source: A trustworthy person in a telecommunication operator in Indonesia

Amount of Reload
5 billion/day
4 billion/day
3 billion/day
3 billion/day
2 billion/day
2 billion/day
2 billion/day
2 billion/day
1 billion/day
1 billion/day

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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
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In order to reach the goal of being in the top three Indosat

distributors, contributions from every party in the organization,
from the leaders to the employees in the lowest levels, are
needed. There are 430 human resources or employees of
Sakalaguna Semesta at the end of 2015, where 360 of them are
contract employees. There are 255 employees who are high
school graduates and, on the average, they have the responsibility
as the salespeople in the field (canvasser). The career path of a

43

salesperson or canvasser in Sakalaguna is quite good, which is

proven by the fact that there are sales supervisors and Branch
Heads who start their career from the low level.
Details regarding the development of the number of
employees in Sakalaguna Semesta can be seen in Table 2, which
explains in details the number of employees, the gender as well
as the employees educational backgrounds in the last 2 years.

Table 2 The number of employees in Sakalaguna Semesta in the last 2 years.

No
I

Employee Status

II

Gender

III

2014 (December)

Category

Permanent

2015 (December)

Contract Total

Permanent

Contract Total

1 Male

53

231

284

48

297

345

2 Women

26

25

51

22

63

85

Total

79

256

335

70

360

430

19

190

209

16

255

271

12

14

28

33

61

26

31

Education

Male

1 JUNIOR HIGH SCHOOL

2 SENIOR HIGH SCHOOL
3 DIPLOMA
4 BACHELOR
5 OTHERS
Total Male

57
-

53

231

284

48

297

345

11

17

28

45

54

13

20

11

16

27

Total Women

26

25

51

22

63

85

Total

79

256

335

70

360

430

Women

1 JUNIOR HIGH SCHOOL

2 SENIOR HIGH SCHOOL
3 DIPLOMA
4 BACHELOR
5 OTHERS

Source: HRD of Sakalaguna Semesta

According to Mayo (2000) as quoted by Endri (2010),
measuring a companys performance from the financial
perspective is very accurate but, actually, the one that boosts the
value of the finance is the human capital with all the knowledge,
ideas and innovation that they have. Besides that, human capital
is the core of a company.
Human resource (HR) is one of the factors that are essential
and cannot be abolished from any organization, whether it is an
institution or a company. HR is also the key to determine the
development of a company. Essentially, HR takes the form of a
person who is employed by an organization as a booster in order
to reach the goals of the organization. According to Schermerhon
(2005), human capital can be described as the economic value of
HR that is related to their abilities, knowledge, ideas, innovation,
energy and commitment.
As a distributor (cluster administrator partners) of Indosat,
positive performance from the company is highly expected. The
company performance is reflected in the employees
performance productivity. The company needs to know the
factors that can influence the employees performance.
According to Mangkunegara (2011), the factors that influence
performance achievements are ability and motivation. There has

to be strong commitment from all the policy makers, in this case,

it is the Sakalaguna Semesta organization, to give the best
performance contribution, so that the trust that has been given by
Indosat can be maximized in order to create business growth as
well as the companys revenue sales. Sakalaguna Semestas
positive performance will become a point credit for the operator
for more reliance that will be given in the future.

II. RESEARCH METHODOLOGY

The research was done in Sakalaguna Semesta, Jakarta. The
location of the research is mostly in the central office of
Sakalaguna Semesta in Senayan residence area in Jakarta, where
the responsible people of the organization such as the Director of
Sales & Marketing, Director of Finance and Support as well as
the National Sales Manager support such as HRD Manager Work
to run the companys organization.
In order to get more information regarding the company, the
writers conducted a direct research in the central office of Emtek
Group that supervises Sakalaguna in Menara Batavia Jakarta,
where the President Director of Sakalaguna Semesta as the
representative of Emtek Group works. The data collection was
done by doing in-depth interviews with each policy maker as
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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
ISSN 2250-3153

well as the operational supervisors as mentioned, who are:

President Director of Sakalaguna, Director of Sales and
Marketing, Director of Finance and Support, National Sales
Manager, HRD Manager as well as Experts or Professionals who
are considered capable of giving suggestions in the research that
is conducted by the writers. In order to complete the research, the
writers created AHP questionnaire and gave it to nine experts

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who are considered capable from both inside or outside

Sakalaguna and professionals who are excellent in their fields
who can help giving suggestions for the research. The complete
information regarding experts respondents can be seen in table 3
below.

Table 3 List of Experts

Name

Title

Company

Mr Kintarwan

President Director

Sakalaguna Semesta

Mr Bondan

Director of Finance dan Support

Sakalaguna Semesta

Mr Utama

Director of Sales and Marketing

Sakalaguna Semesta

Mr Yunus

Director of HCM

Sierad Produce, Tbk

Ms Ripy

Chief HR Officer

Indosat Ooredoo, Tbk

Mr Thomas

Head Culture Transformation

Indosat Ooredoo, Tbk

Ms Henny

Sr Branch Manager

Bank Danamon, Tbk

Ms Ade

Section Head of PTSP

Pemda DKI Jakarta

Ms Dini

Section Head of PTSP

Pemda DKI Jakarta

There are three principles in problem solving with explicit

logical analysis, which are hierarchy arrangement, determination
of priority and logical consistency (Marimin, 2010). Hierarchy
arrangement is done by identifying knowledge or information
that is being observed. The arrangement is started from complex
problems that are deciphered into the basic elements, these basic
elements will be deciphered again into other sections, and so on

Enhanching The Company's Excellent Performance

GOAL

Creating revenue
and profit

PURPOSES

ACTORS

President Director
(Representative Of
Shareholders)

Director of
Support and
Finance

Policy and
operational
support from
shareholder
(Emtek Group)

FACTORS

STRATEGY

hierarchically. The number of the sections is around five to nine.

Besides indentifying important factors in the hierarchy structure
that influences the results of a decision, we also need a way to
decide whether those factors have the same influence to the
results or whether some of them are very dominant while the
other are not very influential so that they can be ignored. This is
achieved through the determination of priority process. The data

Investment in Human
Capital

Acquisition
Process

Achieving Indosat
Sales

Developing the
human capital
Division

Director pf Sales
and Marketing

PT Indosat, Tbk

Leadership and
motivational
support from
Stakeholder (BOD
of Sakalaguna)

High Quality /
Competent HR

Training and
Development
process

Enhancing the
company's business
growth

Bank
(Financial
Institutions)

Government

Effective planning of
human capital

Employees' KPI
with support
from
monitoring
system

Leadership
quality in the
branches

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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
ISSN 2250-3153

analysis technique in the AHP method aims to choose an

alternative strategy that is the best and the one that experts prefer
most through survey that has been processed and concluded,
(Udo 2000), (Tam 2001), (Tahriri 2008) in Dachyar (2013).
For the results of the AHP research method in terms of
enhancing the excellent performance of Sakalaguna, the
hierarchical structure can be seen in Figure 1 below.
Figure 1 Analytic hierarchy process of the research
Benefits of AHP
In general, the benefits of the use of the AHP method can be
summarized as follows (Maarif and Tanjung, 2003):
a. Unity: AHP gives one single model that is easy to
understand and flexible for a variety of unstructured
problems.
b. Complexity: combine deductive design and design based
on system in solving problems.
c. Interdependence: AHP can handle interdependence of the
elements in a system dan does not enforce the linear
thinking.
d. Hierarchy arrangement: reflects the natural tendency of
the mind to segment the elements of a system in various
different levels and group similar elements in every level.
e. Measurement: gives a scale to measure an object in the
form of a method in order to determine the priority.
f. Consistency: AHP tracks the logivalconsistenct of the
considerations that are used to determine various
priorities.
g. Synthesis: AHP guides to an overall estimation regarding
the good in each alternative.
h. Bargain: AHP considers the relative priorities from
various system factors and makes it possible for people to
choose the best alternative based on their goals.
i. Assessment and consensus: AHP does not enforce
consensus, but synthensizes certain results that are
representative from various different assessments.
j. Process repetition: AHP makes it possible for people to
make their definitions on a certain problem more subtle
and revise their considerations and understanding through
individuals.

45

III. DISCUSSION
Based on the interviews results and the results of the
questionnaire filling with various experts regarding the strategy
arrangement to enhance the excellent performance of
Sakalaguna, it is found that there are several indicators that are
classified into several levels, which are the goal level, the actor
level, the factor level as well as the strategy level. On the goal
level there are several indicators, such as creating revenue and
profit, achieving Indosat sales, developing the human capital
division, as well as increasing the companys business growth.
On the actor level, based in the interview results, it is found that
there are several actors that influence the strategy of the
enhancement of the excellent performance of PT Sakalaguna
such as the President Director as the representative of the
Shareholders, the Director of Support and Finance, the Director
of Sales and Marketing, PT Indosat, Tbk, Bank (financial
institution) as well as the government.
There are several indicators on the factor level such as
policy and operational support from Shareholders, leadership and
motivational support from Stakeholders, high quality/capable
human resources, as well as effective planning for human capital.
There are several strategy alternatives that can be prioritized in
enhancing the policy and operational support from Shareholders,
leadership and motivational support from Stakeholders, high
quality/capable human resources, as well as effective planning of
human capital. The next stage is weighting on the priorities of
each level by using the Analytical Hierarchy Process (AHP)
method.
The results of the AHP analysis shows that on the level of
the goal that is prioritized in the strategy to enhance the excellent
performance of Sakalaguna company is achievingIndosat sales
(the weight is 0,297). The goal that is the second priority is
enhancing the companys business growth (the weight is 0,277).
The goals that are the third and the fourth priorities are creating
revenue and profit (the weight is 0,240) and developing the
human capital division (the weight is 0,187). The results of the
weighting and priorities on the goals level in the strategy of
enhancing the excellent performance of Sakalaguna Company
are delivered in Table 4 below.

Table 4 Weighting of the goals in the strategy of enhancing the excellent performance of Sakalaguna Company.
NO

GOALS

Creating revenue and profit

AchievingIndosat sales

Develop the human capital division

Enhancing the companys business growth

The results of the AHP analysis show that on the level of the
actors that are prioritized in the strategy of enhancing the
excellent performance of Sakalaguna company, the main actor
that is prioritized is the President Director (the weight is 0,256),
the actor that is the second priority is the Director of Sales and

WEIGHT
0.240
0.297
0.187
0.277

RANK
3
1
4
2

Marketing (the weight is 0,255), the actor that is the third priority
is the Director of Support and Finance (the weight is 0,182) and
the actor that is the fourth priority if PT Indosat,Tbk (the weight
is 0,152). The weighting result and the priorities on the actor

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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
ISSN 2250-3153

46

level in the strategy of enhancing the excellent performance of

Sakalaguna Company are delivered in Table 5 below.
Table 5 The weighting of actors in the strategy of enhancing the excellent performance of Sakalaguna.

NO

ACTOR

WEIGHT

RANK

President Director (representative of shareholders)

0.256

Director of Support and Finance

0.182

Director of Sales and Marketing

0.255

PT Indosat, Tbk

0.152

Bank (Financial institution)

0.083

Government

0.073

The results of the AHP analysis show that the weighting on

the level of the factors that influence the strategy of enhancing
the excellent performance of Sakalaguna company are, the main
factor is leadership and motivational support from Stakeholders
(the BOD of Sakalaguna) with the weight of 0,273, the factor
that is the second priority is the policy and operational support
from Stakeholders (Emtek Group) with the weight of 0,255, the
factor that is the third factor is human resources with high

quality/competent (the weight is 0,243) as well as the factor that

is the fourth priority which is the effective planning of human
capital (the weight is 0,152). The results of the weighting and the
priorities on the factor level in the strategy of enhancing the
excellent performance of PT Sakalaguna are delivered in the
following Table 6.

Table 6 The weighting of the factors in the strategy of enhancing the excellent performance of Sakalaguna.
NO

FACTOR

WEIGHT

RANK

Policy & operational support from Shareholders (Emtek

Group)

0.258

Leadership & motivational support from Stakeholders

(the BOD of Sakalaguna)

0.273

High quality/competent human resources

0.245

Effective planning of human capital

0.225

The results of the AHP analysis show weighting on the

strategy level that is prioritized to enhance the excellent
performance of PT Sakalaguna which is strategy with main
priority is investment in human capital with the weight of 0,260,
the strategy that is the second priority is enhancement of the
leadership quality in the branches with the weight of 0,255, the
strategy that the third priority is training and development

process (the weight is 0,183) as well as the strategy that is the

fourth priority is employees KPI that is supported by monitoring
system (the weight is 0,169). The results of weighting and
priority on the strategy level in enhancing the excellent
performance of PT Sakalaguna are delivered in the following
Table 7.

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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
ISSN 2250-3153

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Table 7 The weighting of strategy in enhancing the excellent performance of Sakalaguna.

NO
1
2
3
4
5

ALTERNATIVE/STRATEGY

WEIGHT

RANK

Investment in Human Capital

0.260

Acquisition Process

0.151

Training and Development Process

0.183

Employees KPI supported by monitoring system

0.169

Leadership quality in the branches

0.240

The complete summary of the results of the weighting

analysis using the AHP method of the strategy to enhance the
excellent performance of the Sakalaguna Semesta Company is as
follows. The main goal of Sakalaguna in terms of enhancing the
excellent performance of the company is to reach Indosat sales. It
is essential for the company to reach the Indosat sales
considering that the company organization is currently focusing
on selling Indosat products as the main contribution for the
business of Sakalaguna Semesta. The most dominant or
influential actor in reaching the excellent performance is the
President Director of Sakalaguna Semesta, even though from the
percentage results the number only has slight difference
compared to the percentage number of the actor Director of Sales
and Marketing. Both have important roles in ensuring that the
sales of Indosat products grow and increase rapidly.
The main factor that is very influential in terms of reaching
the excellent performance of the company is the importance of
leadership and motivational support from Stakeholder (the BOD

of Sakalaguna). The BODs assertive, protective, wise and

responsible leadership will really help the company to be ready
in facing the challenge of business competitions that are getting
tougher and tougher. The most recommended strategy in
enhancing the excellent performance of the company is making
investment in human capital, which means that the human
investment places human resources or employees as valuable
assets of the company that must be maintained and managed well
and responsibly. The second recommendation is enhancing the
leadership quality of the branch head. Strong leadership in the
branches will help the company in controlling operational
activities, ensuring profit and the companys business growth can
be achieved.
To find out more, the weighting results can be seen in
Figure 2 of the final AHP hierarchy of Sakalaguna Semesta.

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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
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Enhanching The Company's Excellent Performance

GOAL

President Director
(Representative of
Shareholders)
(0,256)

Developing the human

capital Division
(0,187)

Director of Sales and

Marketing
(0,255)

PT Indosat, Tbk
(0,152)

Leadership and
motivational support
from Stakeholder
(BOD of Sakalaguna)
(0,273)

High Quality / Competent

HR (0,245)

Director of
Support and
Finance (0,182)

Policy and
operational support
from shareholder
(Emtek Group)
(0,258)

FACTORS

STRATEGY

Achieving Indosat
Sales
(0,297)

Creating revenue
and profit
(0,240)

PURPOSES

ACTORS

48

Investment in
Human Capital
(0,260)

Acquisition Process
(0,151)

Training and
Development process
(0,183)

Enhancing the
company's business
growth
(0,277)

Bank (Financial
Institutions) (0,083)

Government
(0,073)

Effective planning of
human capital
(0,225)

Employees' KPI with support

from monitoring system
(0,169)

Leadership quality in
the branches
(0,240)

Figure 2 TheFinal AHP Hierarchy of Sakalaguna Semesta

VI. SUGGESTION
IV. MANAGERIAL IMPLICATION
The company should make investment in human capital,
which means placing Sakalaguna employees as assets of the
company that are valuable which are maintained well and
responsibly. Strong leadership and motivational support from
Stakeholders of Sakalaguna are needed in order to ensure
investment in human capital through the HCM division goes
well. In order to plan the human capital precisely, the HCM
division can have direct responsibility to the President Director
of Sakalaguna as the highest leader of the Sakalaguna Company.
The company must focus on achieving Indosat sales, after all
Sakalagunas current business is still dominated by the selling of
Indosats operator products.

V. CONCLUSIONS
The perfect strategy that has to be done by Sakalaguna
Semesta in order to enhance the excellent performance of the
company is making investment in human capital which is placing
the employees of Sakalaguna as valuable assets of the company
that are maintained well and responsibly in enhancing the
excellentperformance of the company.

Strong commitment as well as active contributions from the

highest policy makers of the company in making investment in
human capital for the development of Sakalagunas business is
needed.

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[3] Kotler P. 1991. Marketing Management, Analysis, Planning,
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[4] Maarif, M.S, dan Tanjung, H. (2003). Operational Management Edition 1.
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[5] Mangkunegara, Anwar Parabu, 2001. Management of Human Resources of
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[6] Marimin, Maghfiroh N, 2010. The Application of Decision Making
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International Journal of Scientific and Research Publications, Volume 6, Issue 10, October 2016
ISSN 2250-3153
[11] Udo. 2000. Using AnalysticHierachy Process To Analyze The Information
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AUTHORS
First Author Erichson Silitonga, Post Graduate, School of
Business, Bogor Agricultural University, Indonesia. Email:
erichson_silitonga@yahoo.com

49

Second Author Prof Dr Ir Aida Vitayala S Hubeis, Department

of Communication Science and Community Development, Bogor
Agricultural University. Email: aidavitayala@yahoo.com
Third Author Dr Ir Anggraini Sukmawati, MM, Department
of Management, Faculty of Economics and Management, Bogor
Agricultural University. Email: anggrainism@gmail.com
Correspondences Author Erichson Silitonga,
erichson_silitonga@yahoo.com, +6281222318888.

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